Digital innovation and strong corporate governance have collided. These initiatives combined with a global recession, global pandemic, and enhanced emphasis on ESG (environmental, social and governance) awareness, have forced board directors to be better partners with management and up their game in corporate oversight.

Boardrooms are tasked with re-thinking the board member profile and committee structure in light of innovation and emerging transitional risks. 

With  seven years of for-profit public and private company board experience;  Two successful business exits commanding premiums to market as a CEO  and as Partner and Board Director; Four years of direct involvement in Big Data, Artificial Intelligence and Blockchain  technology integration initiatives; Twenty years of leadership  experience as CEO and other senior level positions; leading business transformation within a risk centric, highly regulated environment and with direct P&L oversight; I have never seen change  occur as fast as change is occurring today. 

This time in my life has forever changed how I think and how I problem solve for a pain point.

I understand the need for innovation, but I also appreciate the constant balancing act faced by management with regard to navigating a tough economic environment, changing consumer and business behavior, legacy systems and encumbered processes. Being  up to date and educated on these initiatives allow for thought  provoking  and robust discussions in the boardroom and with management.